【正文】 b y c a t e g o r y 2 t o 6 w e e k s 。而公司的業(yè)務戰(zhàn)略就是由公司的關鍵關注領域來表現(xiàn)的。21世紀 CFO的核心管理手段 基于價值的業(yè)績管理 2 Issue問題 ? 預算不能與增加公司價值緊密聯(lián)系 ? 現(xiàn)有預算的程序消耗公司大量人力和時間 ? 業(yè)務部門不能成為預算的“真正歸屬者” Solution解決方案 ? 拋棄傳統(tǒng)的預算，應用關鍵業(yè)績管理體系 ? 應用 18個月至 5年的 滾動業(yè)務計劃來和財務模擬來把握公司運作 ? 僅 保留的部分具有隨意性的 行政性 費用預算 Impact影響 ? 誤導業(yè)務部門注意力，使業(yè)務部門不能始終把注意力放在為公司創(chuàng)造價值上。 關于采購的關鍵關注領域（ KRAs） 12 Cost, Productivity, and Net Tariff Management and Human Resources Number of KPIs A small number of KPIs for each KRA are reported broadly. Other measures are gathered for statistical gathering or future conversion to KPIs. Savings (1) Quality (3) User (1) FAs (1) Optimization (1) Relationships (1) KPI KPI KPI KPI KPI KPI KPI Some (three total) are reported to senior management, others (eight) are reported broadly within purchasing, and all are monitored by CP. KPI 關鍵業(yè)績指標的數(shù)量 13 Various Purchasing internal customers were contacted and interviewed during KPI development. BG and BU needs to meet corporate goals are also considered when developing KPIs. KPI KPI KPI KPI KPI KPI BG BG BU 訪談和溝通 14 An easy to understand name which describes the activity or result being measured as well as the meaning of the measurement. The equation required to calculate the measurement, including the specific data ponents. An individual who is knowledgeable about the measurement area, assists with developing the measurement and is responsible for concurrence and implementation. Identification of how often this measurement should be collected and reported (., annually, quarterly, monthly, etc.). 指標定義 : 計算方法 : 指標主管 : 采集和報告頻度 : 目的 : 數(shù)據(jù)來源 : The reason(s) for using the measurement, including its linkage to strategies. Identification of whether the data exists, and if so, the name of the system or storage location. 指標的目標 : 收集數(shù)據(jù)和取得目標過程中存在的障礙 : 克服障礙的行動計劃 : The desired level of performance of the measurement. Target levels should be both short term and long term and should be aggressive while remaining attainable. Identification of any known obstacles that may prevent the achievement of the desired performance target. Identified strategies, both short and long term, needed to achieve targeted performance levels. Actions should focus on leveraging the existing infrastructure of the anization (people, processes and technology) while identifying future solutions. Measurement Definition Template 備注 : Indicate any additional information pertaining to the measurement. 關鍵業(yè)績指標定義的模板 15 KPI 6 Purchasing Volume Commonality and Supplier Visibility M e a s ureme nt Definition : T h e n u m b e r o f n o n d u p li cat e d m a te r ials a n d serv ic e s f o r w h ic h t o ta l pa n ABC XYZ spe n d ing is kn o w n , a n d su p p li e r s’ co r p o r a te o w n e r ship a r e u n d e r sto o d . Purpose : T o p r o v ide co m m o n a li ty t o m a te r ials a n d se r v ic e s so t h a t ABC XYZ p r o curem e n t can lev e r a g e ABC w ide sp e n d ing v o lum e s f o r t h e b e st d e a ls . T o ide n tif y u lti m a te o w n e r ship o f t h e v a r iou s co m p a n ies, sub si d iari e s, b r a n ch o f f ic e s, o r join t v e n tu r e s th a t ABC p u r cha ses f r o m so t h a t to ta l v o lum e s ca n b e p r e sen te d t o t h e u lti m a te corpo r a te e n tities f o